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Timor-Leste - Country partnership strategy for the period FY2013-2017 (Английский)

Аннотация

Over the past decade, Timor-Leste has created the preconditions for successful development. Educating, keeping healthy, and productively employing its young population are the biggest development challenges facing Timor-Leste in the next decade. Recognizing... Подробнее +Over the past decade, Timor-Leste has created the preconditions for successful development. Educating, keeping healthy, and productively employing its young population are the biggest development challenges facing Timor-Leste in the next decade. Recognizing this imperative, the government has laid out its vision for private sector-led growth to create jobs and income, and tackle persistent poverty. It conducted a participatory planning process to design a Strategic Development Plan (SDP) for the 2011 2030 period. The SDP offers a vision, targets and indicators, phased over the next two decades. It is built around four pillars: (i) social capital, which is comprised of health, education and social protection, and aims to improve human development outcomes, create a labor force with marketable skills, and protect the vulnerable; (ii) Infrastructure, including transport, telecommunication, power, and water supply and sanitation, to increase connectivity, reduce transaction costs and attract private investment, and facilitate access to services; (iii) economic foundations, which targets three sectors for development, agriculture, tourism and petrochemicals - to bring about non-oil growth, jobs, and new sources of public revenues; and (iv) a cross-cutting theme, Institutions, for sound macroeconomic management, to improve the capacity and effectiveness of state institutions through civil service reform and good public financial management, and to strengthen mechanisms of oversight, including the transparency of public decision-making. The CPS marks a number of transitions. First, it reflects the lessons learned from the Bank Group's previous Country Assistance Strategy (CAS, 2005) and Interim Strategy Note (ISN, 2009), which in hindsight were overly ambitious and broad for a fragile, post-conflict development context. As a result, the CPS recognizes both the need to be more selective and flexible in order to meet development priorities as they evolve. Second, after a decade in which the Bank's financial instruments involved only International Development Association (IDA) grants (with substantial donor co-financing through trust funds), the present CPS marks a transition to a program of IDA credits and International Bank for Reconstruction and Development (IBRD) loans that reflects both Timor-Leste's economic growth and its capacity to finance its own development through oil revenues and limited debt. Finally, the CPS period (FY13-17) is fully aligned with the GoTL's term in office and fully consistent with the transition from post-conflict stabilization to a carefully calibrated program of national development.
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